11-1 who are these people or what do the pictures describe? or what are we going to learn about?
TRANSCRIPT
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WHO ARE THESE PEOPLE OR WHAT DO THE PICTURES DESCRIBE?OR WHAT ARE WE GOING TO LEARN ABOUT?
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–11
NELSON MANDELA – SOUTH AFRICA
CHAPTER 12 LEADERSHIP INTRODUCTION• This chapter is a combination of two books on leadership I have
used at SIAS and my own additions.
1. Management, Robbins and Coulter Chapter 16-Managers as Leaders, page 369-394, 10th edition 2011
2. Understanding Behaviors for Effective Leadership. Howell and Costley, Chapters 1,2 and 14, 2nd edition, 206
3. Servant Leadership, lectures I have given in two classes at SIAS, Management and Advanced Leadership Behaviors.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–12
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–13
Learning OutcomesFollow this Learning Outline as you read and study this power point
10.1 Who Are Leaders and What Is Leadership• Define leaders and leadership.
• Seven Traits associated with Leadership
10.2 Contingency Theory of Leadership
• Discuss how path-goal theory explains leadership.
• The Leadership Process – the three tasks
• Five Core Leadership Behaviors
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–14
Learning OutcomesFollow this Learning Outline as you read and study this power point
10.3 Leadership and Contemporary Leadership Styles• COACH
• HUMAN RELATIONS
• CONTROLLING AUTOCRAT
• TRANSFORMATIONAL VISIONARY
• TRANSACTIONAL EXCHANGE
• SERVANT LEADERSHIP
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–15
Learning OutcomesFollow this Learning Outline as you read and study this power point
10.4 Lessons from the Perfect CEO
10.5 Key Leadership Issues and Traits• ETHICS AND LEADERSHIP
• Moral Consistency
• Power and Corrupting Influences of Power
• THREE KEY TRAITS• Trust
• Empathy
• Empowering Employees
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
16–16
Who Are Leaders and What Is Leadership?
Leader – Someone who can influence others in relationship with others.
Leadership is an influence relationship among leaders and followers who intend real change that reflect their MUTUAL PURPOSES.
Let’s break this into smaller pieces:
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Who are leaders and what is leadership?
. 1. Influence relationship – the best leaders will always be a positive influence in other’s lives.
2. Among Leaders and Followers- A leader cannot lead without followers and followers cannot follow without leaders. Leadership cannot happen with out both helping each other.
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Who are leaders and what is leadership?
3. Who intend real change – Great leaders and their followers will bring about real change to make the world a better place to live.
4. Reflect their mutual purpose – Together, leaders and their followers will have one main purpose or goal in mind that is worth working towards together!
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–19
Who Are Leaders and What Is Leadership?
• Ideally, all managers should be leaders, but that is not the case. Many managers lack the training to be effective with people.
Leadership research has tried to answer: What is an effective leader?
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–20
Exhibit 16–1 Seven Traits Associated with Leadership
Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–21
Leadership – What is Missing?
FROM THE PREVIOUS LIST WHAT IS MISSING? Let’s see if we can find that out.
First, let’s look at the leadership process:
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–22
Contingency Theory of Leadership
• Path-Goal ModelStates that the leader’s job is to assist his or her
followers in attaining their goals and to provide direction or support to ensure their goals are the same as organizational goals.
Leaders assume different leadership behaviors at different times depending on the situation: Directive leader behavior Supportive leader behavior Participative leader behavior Achievement oriented or charismatic leader behavior Leader Reward and Punishment Behavior
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16–23
The Leadership ProcessThree Key Tasks:1. Diagnose 诊断 (Zhěnduàn) the
situation and the follower characteristics.2. Providing the leadership behavior
needed by followers.3. Develop followers by modifying
(changing) their tasks or
environment.
© 2006 Prentice Hall
Core Behavior Patterns of Leaders
DIRECTIVEAssigns
followers specific tasks,explains methods, clarifiesexpectations, sets goals,and specifies procedures.
DIRECTIVEAssigns
followers specific tasks,explains methods, clarifiesexpectations, sets goals,and specifies procedures.
CHARISMATICDisplays
high expectations, confidence& competence. Communicates
vision with ideological goalswhich reflect follower needs.
CHARISMATICDisplays
high expectations, confidence& competence. Communicates
vision with ideological goalswhich reflect follower needs.
PARTICIPATIVEInvolves
followers in makingdecisions by consulting
to get suggestions and ideas.
PARTICIPATIVEInvolves
followers in makingdecisions by consulting
to get suggestions and ideas.
SUPPORTIVEShows
consideration, acceptance,and concern for the needsand feelings of followers.
SUPPORTIVEShows
consideration, acceptance,and concern for the needsand feelings of followers.
REWARD & PUNISHMENTProvides
intrinsic and extrinsicbenefits. Punishes for
unwanted follower behaviors.
REWARD & PUNISHMENTProvides
intrinsic and extrinsicbenefits. Punishes for
unwanted follower behaviors.
BEHAVIORPATTERNS
OF LEADERS
BEHAVIORPATTERNS
OF LEADERS
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Directive Leadership Behavior
-Assign followers to specific tasks
-Explain methods and expectations
-Specify rules and regulations
-Provides structure
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Supportive Leadership Behavior
-Concern for well-being of followers
-Being friendly and informative
-Two-way communication
-Follower development
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© 2006 Prentice Hall
Participative Leadership Behavior
-One on one meetings
-Gathers input from all
-Group decision-making
-Empowerment
-One on one meetings
-Gathers input from all
-Group decision-making
-Empowerment
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© 2006 Prentice Hall
Charismatic Leadership Behavior
-Communicates a vision
-Arouses followers needs
-Confidence in themselves and followers
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Leader Reward andPunishment Behavior
-Uses tangible and intangible rewards
-Motivation of followers
-Based on performance (most effective)
-Uses tangible and intangible rewards
-Motivation of followers
-Based on performance (most effective)
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COACH LEADERSHIP STYLE
© Prentice Hall 2006
1. Develops follower’s potential to perform well2. May be highly directive explaining rules and procedures3. Supportive by expressing confidence and showing concern for followers as they develop4. Coaches may increase the amount of Participative behavior as followers’ knowledge and understanding of responsibilities increase
COACH LEADERSHIP STYLE
© Prentice Hall 2006
5. Reward and punishment might be used often to reinforce follower’s performance, as it is often a reflection of how effective the coach is in producing results.
Coaches spend a lot of time with followers and usually develop good interpersonal and communication skills
Coaches usually like to use power yet want to feel valued by their followers.
HUMAN RELATIONSHIP (HR) SPECIALIST STYLE
© Prentice Hall 2006
1. Highly supportive leaders who show concern for the happiness and comfort of followers.2. Will use participative behavior to engage followers and delegate responsibilities to develop followers. 3. Do not use directive behaviors very much.4. HR specialists have good interpersonal skills, are people-oriented and have a high need for affiliation 联系 Liánxì and nurture 培育 Péiyù.Want to make followers happy and comfortable.
CONTROLLING AUTOCRAT
© Prentice Hall 2006
1. Focused on controlling the actions of those around them.
2. Highly directive giving detailed 详细 Xiángxì instructions with lots of rules.3. Tend to use punishment to “keep people in line”4. High need to use power.5. Do not use supportive, participative or reward
behavior much.6. Have poor interpersonal skills7. More dogmatic 武断的 Wǔduàn de in their
beliefs.
TRANSFORMATIONAL VISIONARY
© Prentice Hall 2006
1. Like charismatic leaders they give inspirational speeches.
2. Highly supportive showing concern for followers.
3. Develop leadership skills through mentoring 指导 Zhǐdǎo.
4. These leaders are often not participative with followers.
TRANSFORMATIONAL VISIONARY
© Prentice Hall 2006
5. They have excellent communication skills6. May be highly intelligent and creative7. Have a high need for power
TRANSACTIONAL EXCHANGE
© Prentice Hall 2006
1. This leadership style is based on exchanges of benefits and contributions between leader and follower.
2. Much like directive leadership in providing guidance and attention and clarify tasks
3. Uses contingent (depends on the situation) reward and punishment
4. Have good interpersonal and communication skills
SERVANT LEADERSHIP
© Prentice Hall 2006
1. An emerging style of leadership that is becoming more common.2. Primary concern is for the followers.3. Service before self-interest4. Not concerned with power, fame, status5. Servant first, leader second6. Incorporate 包括 bāokuò a spiritual aspect to their leadership
SERVANT LEADERSHIP
© Prentice Hall 2006
7. These leaders are open to share their own pain, frustrations with followers.8. Supportive, participative and charismatic with followers.9. Excellent listeners and seek to understand and empathize with followers.10. Strive for moral excellence
SERVANT LEADERSHIP
© Prentice Hall 2006
11. Trust, humility and integrity are the marks of a servant leader. They inspire trust.12. Committed to honesty, excellence13. Effectively communicate vision14. Model ethical behavior15. Most effective when followers are discouraged or face difficult tasks16. Mother Teresa is an example of a servant leader.
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Lessons and Sayings from the PERFECT CEO or PERFECT LEADER
1. “I CAME NOT TO BE SERVED BUT TO SERVE AND GIVE MY LIFE AS A RANSOM (SUBSTITUTE) FOR MANY.”
2. “DO UNTO OTHERS AS YOU WOULD HAVE DONE TO YOU.”
3. “GREATER LOVE HAS NO ONE THAN THIS, THAT SOMEONE LAY DOWN HIS LIFE FOR HIS FRIENDS.
4. A LEADER WHO MODELS WHAT HE SAYS, PRACTICES WHAT HE TEACHES AND PREACHES.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
16–41
Lessons from the PERFECT CEO or PERFECT LEADER
5. Cares for all those directly under him or her.
6. Is available and approachable to all.
7. Builds confidence and trust in those directly under him or her
8. Shows no partiality or favoritism
9. Encourages perseverance and keeps the end in mind
10. Humility and Integrity define the leader’s character
© Prentice Hall 2006
YOUR LEADERSHIP STYLE?
ON A SHEET OF PAPER WRITE DOWN THE LEADERSHIP STYLE THAT MOST
DESCRIBES WHO YOU ARE AND WHY?
THEN DISCUSS AS A GROUP.
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© Prentice Hall 2006
Ethics and Leadership
Ethics is the study of morality 道德 (dàodé) and the moral choices people make in their relationships with others.
Ethics concerns how we should behave表现 (biǎoxiàn) in the roles that society gives us.
Leaders are often in roles that can determine the well-being of others and they sometimes influence the broader good. technically good (effective) morally good.
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Ethical Issues for Leaders
Ethics and Effectiveness
Ethics and Effectiveness
MoralMistakesMoral
Mistakes
Moral StandardsMoral Standards
Ethical Issues for Leaders
Ethical Issues for Leaders
PowerPower Moral Consistency
Moral Consistency
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© Prentice Hall 2006
Moral 道德 (dàodé) Consistency 一致性 (yīzhì xìng)
If leaders’ behavior does not match their values, they will lose the trust of their followers and colleagues
• A leader’s moral problems are open for people to see.
Leaders who do not behave consistently with their stated ethical values risk being labeled hypocrites 伪君子 (wèijūnzǐ)
12-8
© Prentice Hall 2006
Power
Power is the basis for a leader’s influence on followers
the more power a leader has, the more likely that followers will comply 执行 (zhíxíng) with the leader’s wishes
the greater a leader’s power, the greater the potential for abuse
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© Prentice Hall 2006
Corrupting 败坏 (bàihuài)influences of power
Power may become desired as an end in itself and be sought after or looked for at any cost
Power differences may cause followers to give the leader the wrong feedback and make the leader feel better than they are.
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© Prentice Hall 2006
Corrupting influences of power
The leader may not value followers’ worth and avoid contact with followers or treat them bad.
A leader’s failure to not do the right things or their abuse of power causes a loss of credibility and trust and does terrible damage to the leader and his followers
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall5–49
Exhibit 5–11 Being an Ethical Leader
• Be a good role model by being ethical and honest.
° Tell the truth always.
° Don’t hide or manipulate information
° Be willing to admit your failures.• Share your personal values by regularly communicating
them to employees.• Stress the organization’s or team’s important shared
values.• Use the reward system to hold everyone accountable to
the values.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–50
Developing Trust• Credibility (of a Leader)
The assessment of a leader’s honesty, competence, and ability to inspire by his or her followers
• Trust Is the belief of followers and others in the integrity,
character, and ability of a leaderDimensions of trust: integrity, competence,
consistency, loyalty, and openness Is related to increases in job performance,
organizational behaviors, job satisfaction, and organization commitment
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–51
Exhibit 16–7 Suggestions for Building Trust
Practice openness.
Be fair.
Speak your feelings.
Tell the truth.
Show consistency.
Fulfill your promises.
Maintain confidences.
Demonstrate competence.
EMPATHY 同情 (tóngqíng)
The ability to understand peoples thoughts and feelings.This helps leaders to provide support, direction, involvement and inspiration 鼓舞 (Gǔwǔ).Empathy is a skill to help diagnose followers’ needs – the first of the 3 key tasks of a leader.Empathy is “Putting yourself in the other person’s shoes”
© Prentice Hall 2006
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–53
Empowering Employees• Empowerment
Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems
Why empower employees?Quicker responses problems and faster decisionsAddresses the problem of increased spans of control in relieving
managers to work on other problems